Strategic HRM practices and their impact on company performance in Chinese enterprises

✍ Scribed by Syed Akhtar; Daniel Z. Ding; Gloria L. Ge

• Book ID: 102261528
• Publisher: John Wiley and Sons
• Year: 2008
• Tongue: English
• Weight: 165 KB
• Volume: 47
• Category: Article
• ISSN: 0090-4848
• DOI: 10.1002/hrm.20195

✦ Synopsis

Abstract

This study examined the factorial validity of strategic human resource management practices and their effects on company performance in a sample of 465 Chinese enterprises. Data were collected through two questionnaire surveys among general managers and HRM directors on product/service performance of their companies and a range of strategic HRM practices. Our findings indicate that a valid set of strategic HRM practices (training, participation, results‐oriented appraisals, and internal career opportunities) affect both product/service performance and financial performance. Employment security and job descriptions contribute uniquely to product/service performance, whereas profit sharing contributes uniquely to financial performance. © 2008 Wiley Periodicals, Inc.